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“Interviewing one of Uber’s earliest executives, who demonstrated the company’s route-finding algorithms with the unbridled enthusiasm of a small child at Christmas, I couldn’t help but think what this company had really innovated was not some brilliant new solution to the traveling salesman problem, but the establishment of a new, lower norm of employee treatment. Success, growth, profit came from taking what might at one time have been decent, stable jobs and rebranding them as side hustles. The brilliant business idea was persuading people to expect less.” — Omar El Akkad
Interviewing one of Uber’s earliest executives, who demonstrated the company’s route-finding algorithms with the unbridled enthusiasm of a small child at Christmas, I couldn’t help but think what this company had really innovated was not some brilliant new solution to the traveling salesman problem, but the establishment of a new, lower norm of employee treatment. Success, growth, profit came from taking what might at one time have been decent, stable jobs and rebranding them as side hustles. The brilliant business idea was persuading people to expect less.